Reinforcement

How to sustain a change

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 ADKAR – Reinforcement 3
Contents
Building Reinforcement 5

Factors That Influence Reinforcement 6

The Degree to Which Reinforcement Is Meaningful 6

Association of Reinforcement With Demonstrated

Progress or Achievement 6

The Absence of Negative Consequences 7

Accountability Mechanisms to Reinforce the Change 7

Tactics for Building Reinforcement 8

Celebrations and Recognition 8
Table of

Rewards 9

Feedback From Employees 9

Audits and Performance Management Systems 10

Accountability Systems 10

Final Thoughts 11
 Reinforcement

Many organizations invest significant time and energy in building the necessary Awareness,
Desire, Knowledge and Ability for a change to be successful, yet they overlook the final element:
Reinforcement. Once a change is complete, organizations tend to move on to the next task
immediately. As a result, Reinforcement efforts often fall short and expected results may never
materialize. For a change to deliver the expected results over time, it must be actively sustained.

The five elements of the Prosci ADKAR® Model show the outcomes an individual must achieve
for a change to be successful: Awareness, Desire, Knowledge, Ability and Reinforcement.

Reinforcement is the final element and it is critical. While making a change is hard, sustaining
a change over the long term is even more difficult. It is human nature to revert to what we know.
Emerging brain function research suggests that we are physiologically wired to return
to the most comfortable and familiar state.

Reinforcement in the Prosci ADKAR Model represents the internal and external factors
that serve to sustain a change. It includes intentional actions such as recognition, rewards
and celebrations tied to realizing the change, as well as a person’s internal satisfaction with
their achievement.

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 Effective Reinforcement serves three purposes:
• Sustain the change and prevent individuals from
slipping back into old ways of doing work
• Build momentum during the transition from the
current state to the future state
• Create a history of successful and sustained
change that increases agility for future changes

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 Building
Reinforcement

Reinforcement includes any action or event that strengthens and reinforces the change with an
individual or organization. It can be public group celebrations of success, visible performance
measurement, or individual corrective feedback. At the simplest level, Reinforcement can be a
personal acknowledgment of an individual’s progress and achievement, which individuals often
cite as the most meaningful way to recognize their contributions.

Although Reinforcement is the final element of the

ADKAR Model, it can and must be present throughout
the change process. Using Reinforcement to build
momentum during a change increases the probability
that objectives will be met. At the beginning of an
initiative, when change is new and the challenges
are greatest, seeking out opportunities to celebrate
the small successes can be tremendously impactful.
Once the desired outcome has been achieved,
continued Reinforcement will cement the change
into the organization’s culture and way of working.

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 Factors That Influence
Reinforcement

Whether a change will be sustained over the long term depends on a variety of dynamics
beyond the Reinforcement tactics themselves. Below we explore the factors that contribute
to the effectiveness of Reinforcement activities.

1. The Degree to Which Reinforcement is Meaningful

The most effective Reinforcement technique depends on the person and situation. When the
recipient finds the recognition and rewards meaningful, they understandably have a more
significant impact.

If the recognized individual finds the reward relevant, it will go a long way to motivate them to
continue supporting the change. Conversely, if the recognition or rewards feel irrelevant to the
individual, the Reinforcement could have no effect or even the opposite effect.

To be meaningful, someone the individual respects should deliver the recognition. An individual’s
people manager is often the best sender of this message.

2. Association of Reinforcement With Demonstrated Progress or Achievement

When an individual has successfully made progress toward change, recognition strengthens their
Desire to continue. It reinforces that the change is important and their efforts are appreciated.
If on the other hand, an employee has struggled to make a change and nobody has noticed, the
individual’s Desire to participate in the change will likely diminish. Without Reinforcement and
recognition, they may even begin to avoid the change and revert to old behaviors.

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Bear in mind that rewards and recognition should
only be used in the presence of actual demonstrated
progress and achievements. A reward or recognition
offered in the absence of achievement will not
feel meaningful to the individual and will reduce
the value of the recognition now and in the
future. Individuals want to be acknowledged for
meaningful contributions.

3. The Absence of Negative Consequences

Negative pressures within the work environment can be powerful Reinforcements in the wrong
direction. Long-term sustainment of change is put at risk when an individual demonstrates
the desired behavior and experiences negative consequences for doing so. Peer pressure and
group dynamics play an impactful role in change. While some employees take steps to support
and implement change, others may resist and pressure co-workers to do the same. If the group
environment emphasizes continuing to work in the old way, the negative social consequence of
supporting the change can become a barrier to change.

4. Accountability Mechanisms to Reinforce the Change

Accountability is one of the strongest forms of Reinforcement. When going through a personal
change to become healthier, accountability could include a workout buddy counting on you to
show up for a 5:30 a.m. training session, a personal trainer to keep you motivated, and regular
checkups with a healthcare professional to monitor your progress.

Similar accountability mechanisms should be part of change management planning. In the

workplace, tying accountability systems to job performance and measurements makes the
ongoing results of a change visible. Publicly visible performance scoreboards are a great way to
positively reinforce change and show compliance with a new process. The change is more likely
to stick when individuals can monitor the achievement of goals or objectives.

Without an accountability system to monitor and sustain progress, employees may revert
to old behaviors. And without corrective actions, two things may result. First, employees
may believe the change is no longer important. Second, future proposed changes may not
be taken seriously.

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 Tactics for Building
Reinforcement

The most effective tactics for reinforcing and sustaining change depend on the individual
and the situation. The best reinforcements are meaningful to the individuals and groups
being recognized. For some, personal thanks are most effective. For others, active and visible
Reinforcement from leadership is most effective. We explore some of the most common
Reinforcement tactics below.

1. Celebrations and Recognition

Celebrating successes and recognizing meaningful contributions to change are commonly

cited tactics to reinforcing change. In addition to celebrating the achievement of the desired
outcome, change leaders should recognize the short-term successes that build momentum,
energy and enthusiasm around the change, especially those near the beginning. Exaggerating
recognition of these early successes helps reaffirm the desired behavior.
Meaningful recognition can be private or public:
• Private or informal one-on-one conversations with the individual making the change can be
very effective for acknowledging results and efforts. Directly thanking the employee for their
support and hard work throughout the change process is often the most meaningful way to
express appreciation.
• Formal public recognition in the early stages of change creates clear role models for change
while acknowledging outstanding performance. This method must be considered carefully as
it could offend employees who are not selected for recognition, but feel they have contributed
as much or more than the individuals being recognized.

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Project-sponsored celebrations with employees are also a great way to mark key milestones
associated with the change. Change leaders should seek out fun activities or events for the
group that serve to strengthen commitment to the change. These could include anything
from a celebratory lunch or dinner to a sporting activity or group outing.

People managers play a key role in recognizing and rewarding the hard work
and contributions of employees. People managers are ideally positioned to recognize the efforts
and achievements of their direct reports, both during the change process and after
implementing change.

Primary sponsors also sustain change by publicly recognizing progress, key milestones, and
the hard work of the individuals. This positive change Reinforcement message must possess
the same vigor as the messages you delivered at the beginning of the change journey.

2. Rewards

Using rewards can reinforce change in employees

who meet identified performance levels Rewards
affirm and compensate for defined accomplishments.
Rewards can be structured for individual or group
achievements. They can be monetary, but do not
need to be. The important factor is whether the
individual being rewarded finds it meaningful.
If you offer a reward or bonus to build motivation
early in the change process, it is critical to follow
through with that commitment when the individual
meets the performance objective. The best way to
present a reward is to include it when you recognize
the individual’s hard work and unique contributions.

3. Feedback From Employees

Evaluating whether your change management activities are accomplishing their intended goals
requires soliciting feedback from impacted employees. Simply asking employees how they are
doing with the change allows them to articulate their progress and identify their pain points. Seek
feedback through interviews, focus groups and surveys. This feedback helps the project team to
better understand where the change is taking hold as planned and where it is struggling.

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4. Audits and Performance Management Systems

Reinforcement also includes using measurement systems and ongoing evaluations of progress.
Conducting formal assessments and analyzing performance data allows a change leader to
know if a change is taking hold. Process checklists, usage data, and data from other outputs
help you understand how employees are using new systems and tools and their proficiency
levels. Well constructed performance audits indicate the percentage of employees engaging
with the change, how many employees are struggling to adapt to a new way of working, and the
possible root causes for low adoption rates.

Don’t view compliance audits and performance measurement assessments as negative activities.
They are essential tools for the change manager and project team, and provide valuable information
about where to take corrective action and provide more support. These measurement systems also
highlight where a change is being adopted and implemented with success, so you can recognize and
celebrate progress, creating more energy and enthusiasm around the change.

5. Accountability Systems

Building accountability mechanisms into normal day-to-day business operations provides

ongoing Reinforcement. If you don’t make associated changes to performance evaluation
programs or compensation systems, the newly implemented change will lack accountability.
Building accountability into the structure of the business also transfers ownership from the
project team to operational leaders and managers, who assume responsibility for the change
and its ongoing success. Accountability must reside with the day-to-day operations, associated
managers and leaders to successfully sustain the change over the long term.

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 Final Thoughts

The Prosci ADKAR Model defines the outcomes an individual must achieve for a change to be
successful: Awareness, Desire, Knowledge, Ability and Reinforcement. Reinforcing change is as
critical to change success as early communications to build Awareness of the need for change.

Reinforcements can be actions, words, or rewards that are meaningful to the person or group
being recognized. Other effective reinforcements include events, accountability systems, audits,
feedback from employees, performance measurement systems, meaningful rewards, and
celebrations of both progress and the ultimate realization of the desired outcome.

For a change to deliver the expected results over time it must be sustained. Reinforcement
mechanisms must be in place. The biggest mistake change leaders make is overlooking or
forgetting this step, when other tasks compete for their attention.

To establish an organization that is change agile and change ready, it is important to reinforce
the change you have already achieved and then build upon this success. Use Reinforcement
tactics that fit your organization’s culture. Find the mechanisms that are meaningful to those
who must change their behavior.

Work to establish a positive history of change where you give employees feedback, take corrective
actions when necessary, and acknowledge and reward their efforts and achievements. If your
company has a negative track record of sustaining change, consider which elements of
Reinforcement you can incorporate into current and future changes to improve your history
and success with change initiatives. This final element of the Prosci ADKAR Model is essential
and will contribute greatly to your future change success.

Prosci and ADKAR are trademarks of Prosci, Inc.,

registered in the U.S. and other countries.

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